You bought. You signed. You hold the keys. Now the most ambitious part begins: turning this business into what you had in mind the day you decided to move to Florida. I stay by your side — as a leadership advisor, as a project lead, as a sparring partner.
After closing, I know your business better than any outside consultant: I went through the books, met the team, negotiated the terms. That continuity is valuable — and I intend to put it to work for you.
You're the decision-maker — always. You set the objectives, validate the direction, sign off. I advise, structure, coordinate. Every engagement is formalized with a mission letter specifying scope, deliverables, and governance.
In difficult negotiations — a supplier renegotiation, a tense HR conversation, a confrontation with a landlord — an outside party changes the balance of power.
An SMB isn't a multinational, but large companies are an excellent school of best practices — across sizes and sectors — adapted to local cultures. Florida is neither California nor France.
You're opening a second location, you need bigger premises, a better spot comes up. As a licensed Realtor (WCR — Lic. SL3650898), that's also my job. The buyer's agent commission is covered by the seller — no additional fees.
My promise: suggest scenarios, challenge your choices so you fully consider them, with complete objectivity — and make sure they get executed with rigor. Strategic advice and project delivery are two sides of the same mandate, just as vision and execution are the two ingredients of a leader's success.
My role sits at the level of decisions that shape what the business will look like when your visa comes up for renewal.
A few typical situations I've already handled for different clients:
Your first site is running well. The opportunity comes up. I run the project end to end: business case, go-to-market, knowledge transfer, governance with the parent company, hiring, local marketing, based on your direction. And once it's running, your teams take over.
A key supplier represents 20 to 30% of your costs. You've never renegotiated, the relationship is longstanding, the topic is sensitive. I build the case — market pricing analysis, identifying credible alternatives, preparing the negotiation, stepping in directly if the situation calls for it. You negotiate from a position of strength, without exposing the day-to-day relationship.
Your model is proven, your margins are there, candidates are interested in your brand. I structure the project: franchise economic model, Franchise Disclosure Document, training package, selecting the first franchisees, setting up a remote oversight system. From framing to the opening of the first franchised location.
Your business is evolving, your premises no longer fit, or no longer meet code. If it's an office, that's not too complicated — but for an industrial site, that's a different matter.
A first conversation, no commitment, to confirm my profile fits your situation — and if needed, a diagnostic to frame where I can be useful to you.
For projects with a defined scope — opening a location, launching a franchise, a complementary acquisition, an IT system overhaul — where you hand me project delivery.